Thesis (M.S.M.)--Regis University, Denver, Colo., 2006. / Title from PDF title page (viewed on Apr. 7, 2006). Includes bibliographical references.

Thesis (Ph. D.)--University of Texas at Austin, 2007. / Vita. Includes bibliographical references.

Thesis (Ph. D.)--University of Texas at Dallas, 2007. / Includes vita. Includes bibliographical references (leaves 65-69)

M.B.A. / The aim is to do an assessment of the organisational norms of individuals within a marketing company in order to understand what the perceptions of the individuals are towards the organisation thereby creating a model on which strategic decision making can be based

This study was an exploratory investigation of the perceived existence and importance of values and their influence on organizational performance. The study also included an examination of the methods used to operationalize health values; rationale used to justify the implementation of employee health programs and activities (EHPAs); importance of incentives and organizational factors for enhancing employee involvement and commitment to EHPAs; and the attributes of EHPAs and management approaches used with respect to employee health in Canada. The study was conducted among a diverse group of 187 public (including federal, provincial and municipal government entities) and private sector organizations in 1997. Conclusions of the study included that Health values were perceived to exist and be important values in respondent organizations; values heavily influence organizational performance systematically through their affect on decision-making as it relates to the identification of "desired" outcomes; the values deemed most important by participant organizations were those values perceived to influence the achievement of the identified desired organizational outcomes and the typology of those values was consistent with Hodgkinson's Value Paradigm. Conclusions drawn also included that the values held by decision-makers in positions of power and authority were more likely to influence organizational direction than those values held by members at lower levels of the organizational power structure. These values were also more likely to be included in value, mission and vision statements and other plans, policies and documentation of a strategic or directional nature. Conclusions drawn with respect to EHPAs included that programs and activities such as EHPAs are often initiated as a result of values integration or clustering which involves two or more values coming together to influence the creation of a program or initiative; organizations who agreed or strongly agreed that Health values were important values in their organizations had more extensive EHPAs and/or budgets for EIHPAs than organizations who did not agree with this statement; Health values are in transition due to the cut backs in provincial health budgets that have taken place since 1990; and, EHPAs are increasingly being recognized as a means of maintaining or controlling health costs and enhancing performance in Canadian organizations. / Graduate

D.Phil. (Engineering Management) / This research has its roots in Engineering Management, where the premise of improving and managing efficiency, effectiveness, productivity and quality is the most common and accepted source of organizational excellence and performance. This dissertation addresses a new paradigm for competitive advantage – business processes capability. The notion of capability is first and foremost the primary differentiator of organisational competitiveness ensuring sustained long-term prosperity. The title of this dissertation is essentially imperative of every organisation functioning within the competitive domain to obtain business process capability. Where organisational capability and performance were traditionally considered antonymous, the assimilation of these two notions is fundamental to the assurance of long-term organisational prosperity. Organisations are required, now more than ever, to grow and ensure that optimisation is achievable through well-defined systems and supporting business processes. Organisations need to understand operational and individual business processes as well as their strategic impact they have on the entire supply network. The key to successful process decisions requires taking the following into consideration (a) the best fit for the situation (b) optimisation of one process at the expense of another, (c) processes are building blocks that create a total business value chain which include the cumulative phases of business processes affecting output, customer satisfaction and competitive advantage, (d) there is no distinction between any processes in the value chain either performed by internal or by outside suppliers, and (e) that managers must pay attention to interfacing all processes ensuring cross-functional coordination.

In the current global market, companies are forming partnerships with other organisations with the aim of sustaining their competitive advantage. Most organisations participate in transactions such as mergers, acquisitions and joint ventures in order to maintain their competitive advantage (Sorge, 2002). South Africa forms part of the global market and is not immune towards the stipulated growth strategies. It is believed that South Africa has one of the highest unemployment rate internationally (Human Capital Mangement, 2005). There are various reasons that have contributed towards this perception; factors such as structural changes in the labour market have been highlighted as one of the factors that have contributed to the high unemployment rate (HCM, 2005). It is further said that when mergers and acquisitions occurs, structural changes are bound to occur (Greeve, 2008). Despite the constant merger activities that are occurring in various industries, research has shown that most mergers add no value or reduce shareholders value for the acquiring firm (Kusewitt, 2007). The primary objective of this research is to investigate how organisational behaviour is influenced in an acquired firm.There seems to be high level of uncertainity, trust and communication breakdown amoung employees of Kansai Plascon. This research will investigate whether this perception is related to the acquisition transaction that has occurred. The study will collect its primary data using a set of questionnaires that will be distributed to the employees of Kansai Plascon. The data will be analysed and interpreted.

Integrating Knowledge Management maturity with associated Continuous Improvement efforts in order to remain competitive, is absent in most Operational Excellence initiatives. Furthermore, the intertwined relationship of Continuous Improvement and work development becomes a crucial focus area for organisations that wish to establish a continuously evolving management system consisting of core values, methodologies and tools with the aim of creating more satisfied customers with less resources. The old industrial paradigm that focused on labour, capital, materials, and energy viewed technology and knowledge as external influences on production. This framework is now being challenged and a new trend is emerging. This trend seeks to transform the old industrial system to that of a knowledge-based which one can lead to innovation and hence economic advantage. Continuous Improvement as a concept has roots in many other fields, including social-technical system design, human relations progress and the discussion surrounding ‘lean manufacturing’. This study will focus on Continuous Improvement as a noun, referring to on the outcome of the process of a stream of emergent innovations. The primary objective of the study is to create a model that will present an organisation with a three-layer knowledge reference process grid, which will align and depict the surrounding business knowledge functions, knowledge-enabling processes and knowledge-manipulating processes aiming for enabling Operational Excellence. This study promotes the theory that the cognitive domain layer, functional domain layer and resources layer of an organisation can be increasingly stimulated by focusing effort through Continuous Improvement routines towards the associated inter-organisational knowledge processes sustaining Operational Excellence. The proposed model is structured to review, compare, evaluate and integrate existing Knowledge Management practices of ii an organisation within the context of clear definitions for important concepts of Knowledge Management. Additionally the model provides an assessment instrument for evaluating the organisation’s Knowledge Management maturity level. The study concerns itself with two concepts towards business value creation which will lead to increased Operational Excellence. Firstly, the maturity of Knowledge Management processes, and secondly the level of the organisation wide process of focused and continuous incremental improvement namely, Continuous Improvement. A case study with PriceWaterhouseCoopers was concluded and an on-line Internet survey was used with a stratified sample from knowledge workers to test the factors from both a Knowledge Management and Continuous Improvement perspective. These factors were verified by means of a hypotheses network, describing in a structured and descriptive way, the importance of Knowledge Management and Continuous Improvement collectively on sustainable Operational Excellence as an integral development of Operational Excellence. With respect to Knowledge Management practices, the hypothesis network proposed at least three domains, which of knowledge generation, knowledge mobilisation and knowledge application as important input to the proposed process grid of knowledge development and associated layer elements. From a Continuous Improvement principles perspective it is apparent that elements from Continuous Improvement routines and Continuous Improvement characteristics are associated with the organisation Continuous Improvement ability. These findings are also a result of the deliberate design of processes, tools, structures and environments with the intent to increase, renew, share or improve the use of knowledge represented in any of the three elements for structural, human and social of intellectual capital. The proposed model combines the framework of the Boyd cycle as it is conceptualized as self-assessment activities, for it becomes possible to use them as basis of a self-assessment with sense making navigational properties across iii the proposed knowledge process grid for the model. The model will facilitate the concept of a three-layer knowledge reference process grid, which represents the main components of the knowledge processes within the cognitive domain layer, functional layer and resources layer of an organisation. The proposed model will deliver a single value that co-exists with the Knowledge Management maturity level and Continuous Improvement readiness index rating attained. Logical relationships to dynamic, evolving and flexible enabling Knowledge Management practices for each layer of the proposed three-layer knowledge reference process grid will be integrated as output of the proposed model. The research has limitations as Knowledge Management practices were measured using a subjective norm scale. It is suggested that a more comprehensive measure of Knowledge Management maturity processes may be needed to represent this construct. The complexity of the proposed model and the number of associated variables included in the results need further confirmation using possible multiple samples and additional measures of Knowledge Management maturity and Continuous Improvement readiness elements. The benefit of the proposed model as a practical Operational Excellence tool is to overcome the perceived gap of implementing Knowledge Management practices and Continuous Improvement principles collectively to deliver and sustain Operational Excellence.

The intention of this study was to investigate how organisational change was implemented at S.P. Metal Forgings Uitenhage, what the outcomes of the changes were and the effect on the organisational culture. In order to achieve this goal, the following actions were taken: · A literature study was conducted of various texts relating to organizational change and the associated topics with the intention to identify strategies and techniques to aid the successful implementation of organisational change. · An interview was held with the managing director of S.P. Metal Forgings to aid in understanding the need for organisational change at this particular facility and to have insight into how he implemented the changes. · A self administered questionnaire was distributed amongst a number of employees. The survey covered all levels of the organisation, from machine operators to departmental managers, to provide a comprehensive picture of how the employees viewed the changes and associated topics. The questionnaire requested responses from the respondents regarding their demographical details and their individual opinions regarding the organisational change, which covered the lead up to the changes and the manner in which the changes were made. The questionnaire also included sections covering change outcomes, which measured the success of the change efforts and lastly organisational culture on site at the time of the study. The results from the literature study showed that there are a number of accepted change models which can be adopted when implementing change. These models assist in driving the organisational change. The empirical study revealed that for the changes implemented at S.P. Metal Forgings Uitenhage, a change model was not adopted and that a number of vitally important areas associated with the change efforts were inadequately addressed. The organisational changes were introduced on this particular site with the intention of minimizing the loss situation and re-establishing the organisation as a profit generating entity. The empirical study showed a number of positive outcomes associated with the changes but also highlighted areas of concern and points which can be improved. The culture found within an organisation influences the organisation in many ways which include the ability of the organisation to accept change and the ease of implementing new procedures and equipment. The culture also influences the daily operations of a manufacturing facility such as this one. The study revealed that the respondents are not driven to perform at their best as a result of the lack of recognition which they receive and that the relationship between employees and management can improve. It was concluded that organisational change is not easy to introduce and that it needs to be well planned and executed. Change requires transformational leaders, a clear vision, an analysis and well-thought out and properly implemented actions.

Employees who are able to use their emotions intelligently can contribute meaningfully towards building an emotionally intelligent organisation, one in which everyone take responsibility for increasing his or her own emotional intelligence, for using it in relations with others, and for applying the skills of emotional intelligence to the organisation as a whole. The lack of emotional intelligence, however, undermines both an individual’s and a company’s growth and success. Expressing emotions within the workplace has for many years been considered inappropriate and irrelevant to business. This research study points to the fact that an overwhelming amount of research shows that not only are emotions very much a part if the work experience but, to a large degree, set the course that companies should follow. This research study firstly discusses the core components of emotional intelligence and its impact on individuals and how they relate to others. The study further focuses on the impact that emotional intelligence has on aspects that contribute to organisational effectiveness. This study suggests that emotional intelligence within companies could result in a situation where employees communicate with understanding and respect and where confidence and enthusiasm in the organisation are instilled. Knowing one’s own emotions and controlling them; recognizing emotions in others and managing them; and self-motivation are key dimensions of emotional intelligence covered in the theoretical perspective of emotional intelligence discussed in Chapter Two. This study points to the benefits of emotional intelligence as an indispensable element not only in creating a profitable business but also in leading a successful life. The findings discussed in Chapter Six indicate a reasonable level of emotional intelligence amongst employees at GMSA who participated in the survey. Recommendations from the study indicated a need for training in various aspects of emotional intelligence in order to derive the benefits of improved organisational effectiveness and profitability.